TABLE OF CONTENTS
Why strategic recruitment……………………………………………………………7
Human Resource Management……………………………………………………..8
Meaning of Recruitment; Types of Recruitment needs ...................................9
Importance of Recruitment. Recruiting Yield Pyramid..………………………10
Factors Involved in the process of Recruitment……………………………….11
Actual Recruitment Process……………………………………………………….12
Sources of Recruitment & its Advantages & Disadvantages………………..14
Factors affecting Recruitment…..…………………………………………………20
Recent trends in Recruitment……………………..……………………………….25
Reasons of Common recruitment Failings………………………………………27
Recruitment V/s Selection…………………………...……………………………..28
Selection Process, Selection Methods…………………………………………...31
Orientation & Induction……………………………………………………………..36
Recruitment Management System….………….…………………………………37
Recruitment Outsourcing, Its process…………...........…............………….....38
How to select a Recruitment Consultant…………..………………….…………42
Recruitment Strategies & HR Challenges in Recruitment ....………..……....43
Recruiting In Telecom SECTOR / Airtel……………………………….…………46
Findings & Recommendations……………………………………………………..65
Conclusion , Annexure, References…………………………………….71, 72, 81
In the knowledge economy, people, not products, distinguish a company from
its competitors. An organization that wants to be a leader must attract most
able people in their field across all functions. Thus, Innovative recruiting
techniques set winning companies apart from their competitors.
The project initially consists of theory explaining Recruitment & Selection
in detail. It then covers ‘RPO’ followed by case recruitment practice in the
Co. of a telecom sector. Finally, its ended with a recommendations &
findings, as to what kind of recruitment practices are likely to be followed in
The current trend demands a more comprehensive, more strategic perspective
to recruit, utilize and conserve valuable human resources. Key findings-
Creating a winning employee value proposition. Hence, it should be
able to depict the characteristics of the Co, its values. Hence its
policies & procedures which make the employer brand should thus be
coherent with the business brand.
4 types of employees :
o Central Core : Essential managers, professionals & technicians
who help to maintain the organizations culture, knowledge &
o Contractual Fringe : Non-essential that need not be retained in-
o Ancillary Workforce: Temporary & part-time workers, whose
highly flexible status would enable the organization to react
quickly to fluctuating skills & service needs.
Generation Y- Characteristics of this group: Adaptable, innovative &
unthreatened by technology, resilient, talented & committed,
impatient, disrespectful, image driven, blunt & skeptical. Recruiting
such people requires employers to be honest, lead by example &
understand where this Gen Y is coming from. (Generation X – sums
people comfortable with technology & fast moving world;
It’s a transaction involving employer & employee, facilitated by the
recruiter. Hence, transaction is possible when the demand & supply
meet eachother. Thus, Personnel needs to be anticipated while
framing the staffing plans.
o Eg: Generation X & Y employees : Want more work life
balance, prefer flexibility at work & switch more jobs to have a
greater palate of experience.
Creating a Recruiting Culture i.e. considering it as a part of any
strategic business planning. Eg: Dell gives top priority to its people.
Every term of employment – schedules, location, assignments,
coworkers & more – will be open to negotiations.
Rewards V/s Inaction : Best people are put off where poor
performance is overlooked upon & hence at times leave the
organization. Accordingly, recruitment strategies should stress on
such distinct features to stop & rehire top talent.
Sift from traditional need of basic qualification to more of attitudes &
behaviour. A combination of technical & leadership skills are sought
People with behavioural awareness & flexibility.
Finding good people is easy, whats difficult is finding people who can
Studies show increased shareholder value on account of excellence in
recruitment (In Europe it increased by 1.5%)
Shrinking pool of 35- 40 year olds, hence shortage for middle level
employees in future;
Changing relationship between Employer & Employee. Its more like a
joint venture than a mere contract of employment.
Change in advertisement focus from future job security features to
organizational efficiency. No longer the security of having permanent
jobs. As Tom Peter puts up, only 1/3rd of the jobs will be permanent,
while rest will be temporary, contract-based, part-time or teleworking
Moving itself generates a pay rise. 9% is by moving as against annual
pay rise of 3-4% by staying in a same organization;
18 Months to 2 ¼ year is the usual pattern after which the employees
Using technology extensively in the process reduces hiring time to a
great extent Eg: Global Successor saved 14 days by using online
Furthermore, when recruitment fails to meet organizational needs for
talent, a typical response is to raise entry-level pay scales. This can
distort traditional wage & salary relationships in the organization,
resulting in avoidable consequences.
Why Strategic Recruitment
Because of the changing times i.e. High attrition rate across sectors, the
need for curbing the increasing the training & hiring costs has become
critical for the organizations so that it can keep its competitiveness.
Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George states,
achieving zero percent turnover is neither realistic nor desirable. People
tend to seek change for a variety of reasons—more money, better
benefits, the appearance of a greener pasture- and this has been a
practice from the very beginning. Then, what is it that has really changed?
The present scenario with abundant opportunities has triggered a wave
of employees, perpetually "on the move", forever seeking better
opportunities whenever, wherever and however they can. 75 % of the
senior executives admit that employee retention is a major concern today,
the obvious reason being the 'increasing rate of turnover'. This dynamically
changing and volatile demand-supply equation with such erratic
attrition trends and cut throat competition has led organisations to
focus on mechanisms pertaining to attracting and retaining talent. It is an
accepted truth that turnover will happen and companies need to device
a strategy to curb unprecedented turnover from affecting organisational
success. Organizations, by focusing on productivity, are realising that it
is imperative to hire employees who can do the job and be successful
at it & no longer want to just hire to hire.
Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent is best
described as a combination of abilities and attitudes. The real trick is
to match the right motivated talents to the right role,
individually and collectively, harnessing and harmonizing this crucial
attribute to achieve the objectives of your company i.e. superior
Hence, one of the critical functions of HR is a sound Human Resource
Planning through which they are able to project the demand for human
resource and thereafter formulate strategies for acquiring them i.e.
The solution is not just about finding the correct retention mechanisms,
but it starts from the very beginning by devising ways to acquire the right
people for the right jobs, doing it right the 1st time itself & thus pulling up the
bottom line of the Co.
“Talented persons are like frogs in a wheelbarrow, which can jump at any
point of time when they sense opportunities”
HUMAN RESOURCE MANAGEMENT
The goal of human resource management is to help an organization to meet strategic
goals by attracting, and maintaining employees and also to manage them effectively.
The process involves carrying out a skills analysis of the existing workforce, carrying out
manpower forecasting, and taking action to ensure that supply meets demand. This may
include the development of training and retraining strategies. Through HRP an
organization strives to have the right number & the right kind of people at the right place
at the right time.
Recruitment forms the second stage in the process of procurement function, the first
being the human resource planning. It is followed by selection & ceases with the
placement of the candidate.
Recruitment is the activity that links the employers and the job seekers. Usually, the
recruitment process starts when a manger initiates an employee requisition for a specific
vacancy or an anticipated vacancy.
However, Recruitment is a continuous process whereby the firm attempts to develop a
pool of qualified applicants for the future human resources needs even though specific
vacancies do not exist. Recruitment of candidates is the function preceding the
selection, The main objective of the recruitment process is to expedite the selection
MEANING OF RECRUITMENT
According to Edwin B. Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organisation”. Recruitment is the activity that links the employers and the
job seekers. A few definitions of recruitment are:
• A process of finding and attracting capable applicants for employment.
The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which
new employees are selected.
Process of Attracting the best Qualified individuals to apply for a given
Three main stages in recruitment
1. Identify and define the requirements. job descriptions, job
2. Attract the potential employees (No. of Applications to be
calculated by using the recruitment pyramid )
3. Select and employ the appropriate people from the job applicants
RECRUITMENT NEEDS ARE OF THREE TYPES:
PLANNED i.e. the needs arising from changes in organization and
ANTICIPATED: Anticipated needs are those movements in
personnel, which an organization can predict by studying trends in
internal and external environment.
UNEXPECTED: Resignation, deaths, accidents, illness give rise to
Purpose & Importance of Recruitment
Attract and encourage more and more candidates to apply in the
Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the
composition of its workforce.
Begin identifying and preparing potential job applicants who will be
Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job applicants.
The Recruiting Yield Pyramid :
Offers Made ( 2: 1)
Candidates Interviewed ( 3: 2)
Candidates Invited ( 4: 3)
Leads Generated ( 6: 1)
Factors involved in the recruitment process
1. Characteristics of the job
Chance for promotion
Benefits (how much do you know?)
2. Characteristics of applicants
Applicants may decide whether to take a job based on:
Non-compensatory factors (got to have this in a job) minimum
Compensatory characteristics (would like to have this)
3. Recruiting Policies :
Sourcing: Internal / External
EEO (equal employment opportunity) makes it sure for equal
probability of selection in terms of gender, race and caste
Reservations – while recruiting people all the reservations
mentioned in the constitution needs to be taken into account
Contingency employment – to what post and in what strength
one can hire temporary employee
Encouragement for disabled persons
4. Characteristics of the recruiter
Informativeness (how much do they tell you about job?)
Types & techniques of recruitment used
How does it differentiate it self from competitors
Recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organisations. A general
recruitment process is as follows:
Identifying the vacancy: The recruitment process begins with the
human resource department receiving requisitions for recruitment
from any department of the company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Preparing the job description and person specification.
Locating and developing the sources of required number and type
Advertising the vacancy
Short-listing and identifying the prospective employee with
Arranging the interviews with the selected candidates.
Conducting the interview and decision making
(Planning for employment requirements need to forecast 3 things :
Personnel needs, supply side of inside candidates & outside
candidates. Forecasting personnel needs can be done by Ratio
Analysis, Trend Analysis & Scatter Plot)
The recruitment process is immediately followed by the selection process
i.e. the final interviews and the decision making, conveying the decision and
the appointment formalities.
TH E R E C RUITME N T P R O C E S S
H u m a n r e s o u rc e pl a n ni n g
H u m a n r e s o u rc e pl a n ni n g
s ur pl us
I d e n t if y H R r e q u i r e m e n t s
I d e n t if y H R r e q u i r e m e n t s R e t r e n c h / l a y of f s
de ma nd
O r g a ni zati o n al
D et e r mi n e n u m b e r s, l ev els &
R e c r u it m e n t p o l i c y D et e r mi n e n u m b e r s, l ev els &
C r it i c a l it y of v a c a n c i e s
C r it i c a l it y of v a c a n c i e s
C h o o s e th e r e s o ur c e s &
C h o o s e th e r e s o ur c e s &
M e t h o d s of R e c r u i t m e n t
M e t h o d s of R e c r u i t m e n t
A n aly ze th e c o st & ti m e
A n aly ze th e c o st & ti m e
J o b a n aly sis inv olv e d
inv olv e d
St art i m pl e m e nti n g t h e
St art i m pl e m e nti n g t h e
R e c r u it m e n t p r o g r a m
R e c r u it m e n t p r o g r a m
S e l ect a n d hir e
S e l ect a n d hir e
Ev al u at e th e Pr o g r a m
Ev al u at e th e Pr o g r a m
EVALUATION OF A RECRUTIMENT PROGRAM
• The recruitment policies, sources & methods have to be evaluated from
time to time
• Successful recruitment program shows
– No. of successful placements
– No. of offers made
– No. of applicants
– Cost involved
– Time taken for filling up the position
SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organisation itself (like transfer of
employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the
external sources of recruitment.
Ex – Rererrals
Educational Job Portals
SOURCES OF RECRUITMENT:
1. Internal Sources Of Recruitment :
Transfers: The employees are transferred from one department to
another according to their efficiency and experience.
Promotions: The employees are promoted from one department to
another with more benefits and greater responsibility based on
efficiency and experience.
Upgrading and Demotion : Of present employees according to their
Ex-Employee : Retired, Retrenched & ones who had resigned, emay
also be re-recruited in case of shortage of qualified personnel or
increase in load of work. It saves time and costs of the organisations
as the people are already aware of the organisational culture and the
policies and procedures.
Dependents & relatives of Deceased / Disabled employees: done by
many companies so that the members of the family do not become
dependent on the mercy of others.
Advantages of internal recruitment
Gives existing employees greater opportunity to advance their careers
in the business, hence employee loyalty & trust
May help to retain staff who might otherwise leave, thus a retention
Requires a short induction training period, hence reduced costs
Employer should know more about the internal candidate's abilities (=
a reduced risk of selecting an inappropriate candidate), reduced risk
Usually quicker and less expensive than recruiting from outside, time
savvy & less expensive.
Disadvantages of internal recruitment
Limits the number of potential applicants for a job
External candidates might be better suited / qualified for the job
Another vacancy will be created that has to be filled
Existing staff may feel they have the automatic right to be promoted,
whether or not they are competent & Business resistant to change
2. External Sources of Recruitment:
Press advertisements: Advertisements of the vacancy in newspapers
and journals are a widely used source of recruitment. The main
advantage of this method is that it has a wide reach.
Educational institutes: Various management institutes, engineering
colleges, medical Colleges etc. are a good source of recruiting well
qualified executives, engineers, medical staff etc. They provide
facilities for campus interviews and placements. This source is known
as Campus Recruitment.
Placement agencies: Several private consultancy firms perform
recruitment functions on behalf of client companies by charging a fee.
These agencies are particularly suitable for recruitment of executives
and specialists. It is also known as RPO (Recruitment Process
Employment exchanges: Government establishes public employment
exchanges throughout the country. These exchanges provide job
information to job seekers and help employers in identifying suitable
Labour contractors: Manual workers can be recruited through
contractors who maintain close contacts with the sources of such
workers. This source is used to recruit labour for construction jobs.
Unsolicited applicants: Many job seekers visit the office of well-
known companies on their own. Such callers are considered nuisance
to the daily work routine of the enterprise. But can help in creating the
talent pool or the database of the probable candidates for the
Employee referrals / recommendations: Many organisations have
structured system where the current employees of the organisation can
refer their friends and relatives for some position in their organisation.
Also, the office bearers of trade unions are often aware of the
suitability of candidates. Management can inquire these leaders for
suitable jobs. In some organizations these are formal agreements to
give priority in recruitment to the candidates recommended by the
Recruitment at factory gate: Unskilled workers may be recruited at
the factory gate these may be employed whenever a permanent worker
is absent. More efficient among these may be recruited to fill
External Recruitment : Most businesses engage in external recruitment
fairly frequently, particularly those that are growing strongly, or that operate
in industries with high staff turnover
There are several ways of looking for staff outside the
1. Employment / recruitment agencies
These businesses specialize in recruitment and selection. Can be open to all sectors or
may specialize in specific sectors (e.g., finance, travel, secretarial). They usually provide
a shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.
The main advantages with using an agency are the specialist skills they bring and the
speed with which they normally provide candidates. They also reduce the administrative
burden of recruitment. The cost, is the high agency fees charged - often up to 30% of the
first year wages of anyone employed.
2. Headhunters / Recruitment Consultancies
"Upmarket" recruitment agents who provide a more specialised approach to the
recruitment of key employees and/or senior management. They tend to "approach"
individuals with a good reputation rather than rely on long lists of registered applicants -
often using privileged industry contacts to draw up a short list. The cost of using a
headhunter or recruitment consultant is high.
3. Job centres
Government run agency - good for identifying local candidates for relatively
straightforward jobs. The job centre service is free to employers and is most useful for
advertising semi-skilled, clerical and manual jobs.
The advantage of these schemes is that government funding lowers the cost of
employment. However, relatively few employment requirements are covered by these
Probably the most common method. It allows the employer to reach a wider audience.
The choice of advertising media (e.g. national newspaper, internet, specialist magazine
etc) depends on the requirement for the advert to reach a particular audience and,
crucially, the advertising budget.
Advertisement characteristics :
o Accurate - describes the job and its requirements accurately
o Short - not too long-winded; covers just the important ground
o Honest - does not make claims about the job or the business that will later
prove false to applicants
o Positive - gives the potential applicant a positive feel about joining the
business & employer brand
o Relevant - provides details that prospective applicants need to know at the
application stage (e.g. is shift-working required; are there any
o Consistent – With all the functions of the business values & brand.
Choice of medium - What kind of advertising medium should be chosen?
The following factors are relevant:
Type of job: senior management jobs merit adverts in the national
newspapers and/or specialist management magazines (e.g. the Economist,
Business Week). Many semi-skilled jobs need only be advertised locally
to attract sufficient good quality candidates
Cost of advertising: National newspapers and television cost significantly
more than local newspapers etc
Readership and circulation: how many relevant people does the medium
reach? How frequently (e.g. weekly, monthly, annually!. Is the target
audience actually only a small fraction of the total readership or Viewer
Frequency: how often does the business want to advertise the post?
Advantages of external recruitment:
These are mainly the opposite of the disadvantages of internal
recruitment. The main one being that a wider audience can be reached
which increases the chance that the business will be able to recruit the
skills it needs.
Prospective employee clicked on the Friends program icon
on the company’s website
they had to fill in a form
explained about the work and the company’s culture
Internal referral program, Amazing People
refer their friends and relatives for a job
Through Friends Programme Attract:100/150 per week &
500,00 in a month.
Hiring cycle comes down to 45 days (65days).
Cost down to 40%
Result in more qualified people
Low attrition rate
Advancement in technology has caused recruitment and selection
process to be more fast and easier.
E- mails have replaced ordinary post
Electronic CVs has speeded the process by optical character
Online recruitment sites include job sites, agency sites and
different media sites.
Factors Affecting Recruitment
The recruitment function of the rganization is affected and governed by a
mix of various internal and external forces. The internal forces or factors are
the factors that can be controlled by the rganization. And the external
factors are those factors which cannot be controlled by the rganization.
The internal and external forces affecting recruitment function of an
FACTORS AFFECTING RECRUITMENT
Internal Factors Affecting Recruitment :
The internal forces i.e. the factors which can be controlled by the
1. Recruitment policy : The recruitment policy of an organisation specifies
the objectives of recruitment and provides a framework for implementation
of recruitment programme. It states the system to be developed for
implementing recruitment programmes & procedures by filling up vacancies
with best qualified people.
FACTORS AFFECTING RECRUITMENT POLICY
Personnel policies of the organization and its competitors
Government policies on reservations
Preferred sources of recruitment
Need of the organization
Recruitment costs and financial implications
In today’s rapidly changing business environment, a well defined
recruitment policy is necessary for organizations to respond to its human
resource requirements in time. Creating a suitable, clear & concise
recruitment policy is the first step in the efficient & sound hiring process.
Components of the recruitment policy
The general recruitment policies and terms of the organisation
Recruitment services of consultants
Recruitment of temporary employees
Unique recruitment situations
The selection process
The job descriptions
The terms and conditions of the employment
Characteristics of a good recruitment policy :
Focus on recruiting the best potential people.
To ensure that every applicant and employee is treated equally with dignity and
To aid and encourage employees in realizing their full potential
Transparent, task oriented and merit based selection
Weightage during selection given to factors that suit organization needs
Defining the competent authority to approve each selection
Abides by relevant public policy & legislation on hiring and employment
Integrates employee needs with the organisational needs
Complies with government policies
Provides job security
Provides employee development opportunities
Flexible to accommodate changes
Ensures its employees long-term employment opportunities
Cost effective for the organization
Line & staff interface to encourage to promote cooperation
2. Human resource planning: Effective human resource planning helps in
determining the gaps present in the existing manpower of the organization .
It determines the number of employees to be recruited & the qualification
they must possess.
3. Size of the firm : The size of the firm is an important factor in recruitment
process. If the organization is planning to increase its operations and expand
its business, it will think of hiring more personnel, which will handle its
(Forms Of Recruitment - The organisations differ in terms of their size,
business, processes and practices. A few decisions by the recruitment
professionals can affect the productivity and efficiency of the organisation.
Organisations adopt different forms of recruitment practices according to the
specific needs of the organisation. The organisations can choose from the
centralized or decentralized forms of recruitment, explained below:
CENTRALIZED RECRUITMENT- The recruitment practices of an
organisation are centralized when the HR / recruitment department at
the head office performs all functions of recruitment. Recruitment
decisions for all the business verticals and departments of an
organisation are carried out by the one central department. Centralized
from of recruitment is commonly seen in government organisations.
Benefits of the centralized form of recruitment are:
Reduces administration costs as duplication of processes are avoided
Better utilization of specialists
Uniformity in recruitment
Interchangeability of staff & Team Building
Every department sends requisitions for recruitment to their central
Evaluation of effectiveness of recruitment
Recruit for more positions from the same pool
DECENTRALIZED RECRUITMENT- Decentralized recruitment
practices are most commonly seen in the case of conglomerates
operating in different and diverse business areas. With diverse and
geographically spread business areas and offices, it becomes
important to understand the needs of each department and frame the
recruitment policies and procedures accordingly. Each department
carries out its own recruitment. Choice between the two will depend
upon management philosophy and needs of particular organization. In
some cases combination of both is used. Lower level staffs as well as
top level executives are recruited in a decentralized manner. )
4. Cost : Recruitment incur cost to the employer, therefore, organizations try
to employ that source of recruitment which will bear a lower cost of
recruitment to the organization for each candidate.
5. Growth and expansion : Organization will employ or think of employing
more personnel if it is expanding its operations. Here is where Recruitment
gets aligned with the business strategy.
External Factors Affecting Recruitment :
The external forces are the forces which cannot be controlled by the
organisation. The major external forces are:
1. Supply & demand : The availability of manpower both within and outside
the organization is an important determinant in the recruitment process. If
the company has a demand for more professionals & there is limited supply
in the market for the professionals demanded by the company, then the
company will have to depend upon internal sources by providing them
special training & development programs. If there is surplus of manpower at
the time of recruitment, even informal attempts at the time of recruiting like
notice boards display of the requisition or announcement in the meeting etc
will attract more than enough applicants. Lower the rate of unemployment,
more the difficulty to recruit from outside.
2. Labour market : Employment conditions in the community where the
organization is located will influence the recruiting efforts of the
3. Image / goodwill : Going beyond the Business brand, comes the Employer
brand. How does an Organization treat its employees ? Image of the
employer can work as a potential constraint for recruitment. An organization
with positive image & goodwill as an employer finds it easier to attract and
retain employees than an organization with negative image..
4. Political-social- legal environment : Various government regulations
prohibiting discrimination in hiring & employment have direct impact on
recruitment practices. For example, Government of India has introduced
legislation for reservation in employment for scheduled castes, scheduled
tribes, physically handicapped etc. Also, trade unions play important role in
recruitment. This restricts management freedom to select those individuals
who it believes would be the best performers. If the candidate can’t meet
criteria stipulated by the union but union regulations can restrict recruitment
Equal Employment Opportunity – When the diversity in work force is
increasing along with the organizational size, it is the responsibility of the
employer to create an equality-based and discrimination-free working
environment and practices.
Equal employment opportunity is necessary to ensure:
To give fair access to the people of all development opportunities
To create a fair organisation, industry and society.
To encourage and give disadvantaged or disabled people a fair chance
to grow with the society
help to realize and respect the actual worth of the individual on the
basis of his knowledge, skills, abilities and merit,
Discrimination in employment refers to the any kind of prejudice, biasness
or favoritism on the basis of
disability ● race ● age ● sexuality ● pregnancy
sex ● Educational Background ● Cast ● Marital status
Temporary/ Permanent Employment
5. Unemployment rate : One of the factors that influence the availability of
applicants is the growth of the economy (whether economy is growing or not
and its rate). When the company is not creating new jobs, there is often
oversupply of qualified labour which in turn leads to unemployment.
6. Competitors : The recruitment policies of the competitors also effect the
recruitment function of the organisations. To face the competition, they have
to be competitive or have a distinct feature.
Recent Trends in Recruitment
The following trends are being seen in recruitment:
1. OUTSOURCING –
In India, the HR processes are being outsourced from more than a decade
now. The outsourcing firms help the organisation by the initial screening of
the candidates according to the needs of the organisation & creating a
suitable pool of talent for the final selection by the organisation. Outsourcing
firms develop their human resource pool by employing people for them and
make available personnel to various companies as per their needs & in turn
earn fees for their services.
Advantages of outsourcing are:
Can focus on its core activities
Value creation, operational flexibility and competitive advantage
Turning the management's focus to strategic level processes of HRM
Company is free from salary negotiations, weeding the unsuitable
Company can save a lot of its resources and time as costs are reduced
by almost 40%
2. POACHING / RAIDING -
“Buying talent” (rather than developing it) is the latest mantra being
followed by the organisations today. Poaching means employing a
competent & experienced person already working with another reputed
company in the same or different industry; the organisation might be a
competitor in the industry. A company can attract talent from another firm
by offering attractive pay packages and other terms and conditions, better
than the current employer of the candidate. But it is seen as an unethical
practice and not openly talked about. Indian software and the retail sector are
the sectors facing the most severe brunt of poaching today. It has become a
challenge for human resource managers to face and tackle poaching, as it
weakens the competitive strength of the firm.
The buzzword in recruitment is the “E-Recruitment /Online recruitment” for
technological advances. Many big organizations use Internet as a source of
recruitment. They advertise job vacancies through worldwide web. The job
seekers send their applications or CV’s through e-mail using the Internet.
Alternatively job seekers place their CV’s in worldwide web, which can be
drawn by prospective employees depending upon their requirements.
Advantages of erecruitment are:
Reduction in time for recruitment
Reaches out to masses easily
Easy , Quick & time savvy process
Automation is possible
The internet penetration in India is increasing and has tremendous potential.
According to a study by NASSCOM – “Jobs is among the top reasons why
new users will come on to the internet, besides e-mail.” There are more than
18 million resume’s floating online across the world.
The two kinds of e- recruitment that an organisation can use is –
Job portals : Posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organisation.
Job Sites : Creating a complete online recruitment/application section in the
companies own website. Companies have added an application system to its
website, where the ‘passive’ job seekers can submit their resumes into the
database of the organisation for consideration in future, as and when the roles
Resume Scanners : Resume scanner is one major benefit provided by the job
portals to the organisations. It enables the employers to screen and filter the
resumes through pre-defined criteria’s and requirements (skills, qualifications,
experience, payroll etc.) of the job.
Job sites provide a 24*7 access to the database of the resumes to the
employees facilitating the just-in-time hiring by the organisations. Also, the
jobs can be posted on the site almost immediately & is also cheaper than
advertising in the employment newspapers. Sometimes companies can get
valuable references through the “passers-by” applicants.
Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of
Common Recruitment Failings
Errors of process :
Overlooking the business strategy
Failing to clarify what you are looking for
Using the wrong method
Rushing the decision
Errors of attitude :
Looking for superman / superwoman
Pre-occupation with qualification, skills & ignoring attitudes &
Recruiting people in your own image / that of previous incumbent
Errors of application :
Over selling / Underselling the opportunity
Giving candidates an inconsistent message
Recruitment Vs Selection
Recruitment & Selection is a continuous process for :
Staff departures (e.g. retirements, sackings, resignations)
Changes in business requirements (e.g. new products, markets,
Changes in business location (a relocation often triggers the need for
Both recruitment and selection are the two phases of the employment
process. The differences between the two are:
Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation
WHEREAS selection involves the series of steps by which the
candidates are screened for choosing the most suitable persons for
The basic purpose of recruitments is to create a talent pool of
candidates to enable the selection of best candidates for the
organisation, by attracting more and more employees to apply in the
organisation WHEREAS the basic purpose of selection process is to
choose the right candidate to fill the various positions in the
Recruitment is a positive process i.e. encouraging more and more
employees to apply WHEREAS selection is a negative process as it
involves rejection of the unsuitable candidates.
Recruitment is concerned with tapping the sources of human
resources WHEREAS selection is concerned with selecting the most
suitable candidate through various interviews and tests.
There is no contract of recruitment established in recruitment
WHEREAS selection results in a contract of service between the
employer and the selected employee.
Having identified the potential applicants, the next step is to evaluate their experiences
and qualifications and make a selection. Selection refers to the process of offering jobs to
one or more applicants from the applications. Great attention has to be paid to selection
because it means establishing the “best fit” between job requirements on one hand, and
the candidate’s qualifications on the other. Faulty judgment can have a far-reaching
impact on the organizational functioning. Selection is a long process, commencing from
the preliminary interview of the applicants and ending with the contract of employment.
The hiring procedure is a series of stages. At each step, additional information is secured
about the applicant, which may lead to the rejection to the applicant. A procedure may be
compared to a series of successive hurdles or barriers, which an applicant must cross.
These are intended as screens, and they are designed to eliminate an unqualified applicant
at any point in the process. This technique is known as the successive hurdles
technique. The complexity of a process increases with the level and responsibility of the
position to be filled.
Thus, an effective selection programme is a non-random process because those selected
have been chosen on the basis of the assumption that they are more likely to be “better”
employees than those who have been rejected.
Types Of Job Seekers
Quid Pro Que: These are the people who say that “ I can do this for you, what
can you give me” These people value high responsibilities, higher risks, and
expect higher rewards, personal development and company profiles doesn’t
matter to them.
I will be with you: These people like to be with big brands. Importance is
given to brands. They are not bothered about work ethic, culture mission etc.
I will do you what you want: These people are concerned about how
meaningful the job is and they define meaning parameters criteria known by
Where do you want me to come: These people observe things like where is
your office, what atmosphere do you offer. Career prospects and exciting projects
don’t entice them as much. It is the responsibility of the recruiter to decide what
the employee might face in given job and thus take decision. A good decision will
help cut down employee retention costs and future recruitment costs.
How crucial is selection process?
Its better not to select
then selecting a bad candidate !!
Objective of Selection : TO SELECT THE MOST SUITABLE CANDIDATE.
the right candidate POSITIVE OUTCOME the wrong candidate
the wrong candidate NEGATIVE OUTCOME the correct candidate
T H E S EL E C TI O N P R O C E S S
R eessuum eess/ /C V ss R eevvi ieew
R m CV R w ii i l S
I Inn t t iaa l S ccr reeeenn inngg I Innt teer rvv ieew
i i w
A nnaal lyyzzee t thhee A ppppl i iccaat t ioonn B l laannkk
A A l B
C oonndduucct t inngg TTeesst tss aanndd
E vvaal luuaat t inngg ppeer r foor rm aannccee
C oor ree aanndd D eeppaa r tm eennt taal l
P r reel i im i innaar ryy I Inn teer rvvi ieew
P l m w
I Inn t er rvvi ieew ss
R eef feer reennccee cchheecckkss
O ffe r to th e R EJ E CT IO N
J ob O ffer
n e x t s ui t a b l e J ob O ffer
c a n di d a t e A CCE PT
i l E ti
M eedd iccaa l E xxaam i innaa t ioonn
P l laaccee m ee n t t
P m n
SELECTION METHOD STANDARDS
• Reliability : Reliability can be measured by using:
• The repeat or test-retest approach
• The alternate-form or parallel-form method
• The split-halves procedure
• Validity :
• Criterion validity
• Content validity
• Construct validity
• Generalizability : Generalizability of a selection method is defined as
the degree to which its validity, established in one context, can be
extended to other “primary contexts”.
Selection Methods : The following aspects have to be considered before
Choosing any particular Selection Method.
Strategic goals of organization
Utility (benefits less costs)
Reliability and validity
Computer screening of application forms
Used by many large firms (Microsoft, IBM) to save time
Used for large numbers of applicants
Biodata- education, other information about accomplishments
EVALUATION OF APPLICATION FORMS
– Clinical method:
• In this method, all the information furnished by the
applicant in the application form is analyzed and
inferences are made about applicant's personality.
– Weighted method:
• In this method, certain points or weights are assigned
to each item in the application form.
S E LE C TI O N TE S T S
I n t e l li g e n c e t e s t s I nt ere st t e st s
A p tit u d e te st s P e r s o n alit y t e st s
A c hie ve m e nt te st s P oly gr a p h te sts
S it u a ti o n al te st s Gra phology
Projective Technique: TAT
Need for Affiliation
Need For Power
The focus is on behavior
Includes role-plays and group exercises
Interviews and tests will be used in addition to exercises
Performance is measured in several dimensions in terms of the
Several participants are assessed together in order to allow
Several assessors and observers are used in order to increase the
Peer assessments- Important if teamwork involved
Problems with interviews : Interviewer should be skilled
Biases on part of interviewer
Halo & Primacy Eeffects
IN TE R VIE W TYP E S
I nt e r v i e w s
I nt e r v i e w s
P r e li m i n a r y S el ectio n D e c i si o n - m a k i n g
P r e li m i n a r y S el ectio n D e c i si o n - m a k i n g
I nt e r v i e w I nt e r v i e w I nt e r v i e w
I nt e r v i e w I nt e r v i e w I nt e r v i e w
F or mal & Gr o u p In-de pth
F or mal & U n str u ctur e d S tr ess Gr o u p P a nel In-de pth
S tr uctur e d U n str u ctur e d S tr ess I n t er v i e w P a nel
S tr uctur e d I n t er v i e w I n t er v i e w I n t er v i e w I n t e rv i e w
Intervi e w I n t er v i e w I n t er v i e w I n t e rv i e w
I n t er v i e w Intervi e w Method
I n t er v i e w Method
T H E I N T E R VI E W
P re p a ra tio n
P re p a ra tio n P R O C E S S
SSee t i nngg
t f I t r vi
C oonndduucc t oo f I nn tee r v ieew
PP LL AA C EE M EE N TT
C l o si n g a n I n t e r v i e w
C l o si n g a n I n t e r v i e w
EEvv a luuaa i oonn
e e C s
R eef feer r enncc e C hheecckk s
i al a m
M eedd icc a l EExx am i innaat it ioonn
It is necessary to confirm the nature of the previous, period of time
in employment, the reason for leaving, attendance record etc.
But Allowance should made for prejudice and a check should
Some firms fear liability in defamation suits for giving references
Importance of training referees to know difference between facts
Credit checks- contain biographical data which can be checked
against applicant info
If rejected due to credit check, applicant must be told under Fair
Credit Reporting Act
Placement : The determination of the job to which an accepted candidate is
to be assigned and his assignments to the job.
ORIENTATION OR INDUCTION
After an applicant has been hired, he or she must be oriented and placed on the chosen
job. Orientation, also called as induction, is designed to provide a new employee with the
information he or she needs to function comfortably and effectively in the organization.
It is a technique, by which a new employee is rehabilitated into his surroundings and
introduced to the practices, polices and purposes of the organization. In other words, it is
a welcoming process- the idea is to welcome a newcomer, make him feel at home and
generate in him a feeling that his own job, however small, is meaningful and has
significance as a part of the total organization.
Importance of Orientation : When a newcomer joins an organization, he is a stranger
to the people, work place and work environment. He may feel insecure shy and nervous.
The first few days may be anxious and disturbing ones for him. He may have anxiety
caused by not following the usual practices prevalent in the organization. These may
develop discouragement, disillusionment or defensive behaviour. Induction leads to
reduction of such anxieties; dispels the irritational fears of present employees and hold
colleagues responsible for assisting the newcomer so that he may feel confident.
There is another reason for effective induction. It helps minimize what might be called a
reality shock some new employees undergo. This reality shock is caused by the
incompatibility between what the employees expect in their new jobs and the realities
they are confronted with.
The newcomer may expect:
Opportunities for advancement
Social status and prestige – the feeling of doing something important and the
recognition of this by others
Opportunities to use special aptitudes and educational background
Challenge and adventure
Opportunity to be creative and original
But when these expectations are often not fulfilled and, therefore,
result in frustrating experiences for new employees, inadequate
feedback, and inadequate performance appraisals. Orientation can help
overcome these problems by providing far more realistic expectations on
the part of new employees and more understanding on the part of the
supervisors.Orientation may be done informally or formally. Informal
induction is brief. The employee is expected to familiarize with the
new environment by himself or herself while working on the allotted
job.Formal orientation is lengthy and may last even a few months.
Formal induction is shared by the HR representative and the line
manager. The latter briefs the new employee about specific job duties
while the HR representative provides all the other details. Some
companies even conduct anxiety-reduction seminars.
Recruitment Management System
Just like performance management, payroll and other systems, Recruitment
management system helps to contour the recruitment processes and
effectively managing the ROI on recruitment.
The features, functions and major benefits of the recruitment management
system are explained below:
Structure and systematically organize the entire recruitment processes.
Recruitment management system facilitates faster, unbiased, accurate
and reliable processing of applications from various applications.
Helps to reduce the time-per-hire and cost-per-hire.
Recruitment management system helps to incorporate and integrate
the various links like the application system on the official website of
the company, the unsolicited applications, outsourcing recruitment,
the final decision making to the main recruitment process.
Recruitment management system maintains an automated active
database of the applicants facilitating the talent management and
increasing the efficiency of the recruitment processes.
Recruitment management system provides and a flexible, automated
and interactive interface between the online application system, the
recruitment department of the company and the job seeker.
Offers tolls and support to enhance productivity, solutions and
optimizing the recruitment processes to ensure improved ROI.
Recruitment management system helps to communicate and create
healthy relationships with the candidates through the entire
The Recruitment Management System (RMS) is an innovative information
system tool which helps to sane the time and costs of the recruiters and
improving the recruitment processes.
Outsourcing in recruitment is commonly known as RPO i.e. recruitment
process outsourcing. More and more medium and large sized organizations
are outsourcing their recruitment process right from the entry level jobs to
the C-level jobs. The functions that are typically outsourced are the ones that
need expertise, relevant experience, knowledge and best methods &
Constant increase in the complexities in recruitment process forces many
companies to redefine the whole processes. Numerous entities come ahead
to take the challenge to serve various industries in their staffing functions.
Non-core part of their recruitment services are handled by service providers
locating in other shores. Many leaders in human resource staffing companies
have emerged in the outsourcing market. RPO services providers manage
non-core functions of recruitment activities with its unparallel solutions.
The present value of the recruitment process outsourcing industry (RPO) in
India is estimated to be $2.5 billion and it is expected to grow at the annual
rate of 30-40 per cent for the next couple of years. According to a recent
survey, only 8-10 per cent of the Indian companies are complete recruitment
Recruitment process outsourcing (RPO) is growing rapidly and has the potential to be a multi-
billion dollar market, taking advantage of the trend towards single process deals in human
resources outsourcing. The global RPO market in 2007 to be worth US$720 million and forecasts
it will grow by 22% in 2008 to US$880 million, surpassing the US$1 billion level in 2009.
According to the report, demand is predominately from Fortune 1000 companies in the US, but
the market is growing rapidly in the UK and continental Europe and is beginning to gain traction in
the Asia Pacific region.
The portion of the recruitment cycle that is outsourced range from preparing
job descriptions to arranging interviews, the activities that consume almost
70 per cent of the time of the whole recruitment process.
Outsourcing the recruitment processes for a sector like BPO, which faces an
attrition of almost 50-60 per cent, can help the companies in BPO sector to
save costs tremendously and focus on other issues like retention.
In India, the trend of outsourcing recruitment is also catching up fast. For
example: Vodafone outsources its recruitment activities to Alexander Mann
Solutions (RPO service provider). Wipro has outsourced its recruitment
process to MeritTrac. Yes bank is also known to outsource 50 per cent of its
Advantage Of Outsourcing Recruitment :
Traditionally, recruitment is seen as the cost incurring process in an
organization. Outsourcing helps the HR professionals of the organisations to
concentrate on the strategic functions and processes of human resource
management rather than wasting their efforts, time and money on the routine
Outsourcing the recruitment process helps to cut the recruitment costs to 40
% and also provide economies of scale to the large sized organizations.
Apart from increasing their revenues, outsourcing provides business
opportunities to the service providers, enhancing the skill set of the service
providers and exposure to the different corporate experiences thereby
increasing their expertise.
The advantages accruing to the corporates are:
turning the management's focus to strategic level processes of HRM
accessibility to the expertise of the service providers
freedom from red tape and adhering to strict rules and regulations
optimal resource utilisation
structured and fair performance management.
a satisfied and, hence, highly productive employees
value creation, operational flexibility and competitive advantage
Therefore outsourcing helps both the organisations and the consultancies to
grow and perform better.
Offshore companies get lots of advantageous by outsourcing their part of or
whole of recruiting functions such as:
* Reducing operative costs to considerably
* Access to all available job boards & portals
* Get considerably skilled search recruiters
* Deliver of results in shorter period
* Turnaround working time makes company’s work to be processed on
24 X 7 basis
* Able to provide the details of passive candidates which are not
mentioned in any job portals
* Can process collaborative with in-house recruitment staff
* Unhidden costs are not involved
Changing Role of Recruitment Intermediaries –
Recruitment consultancies, agencies or intermediaries are witnessing a boom
in the demand of their services, both by the employers and the job seekers.
With an already saturated job market, the recruitment intermediaries have
gained a vital position acting as a link between the job seekers and the
But at the same time, one of the major threats faced by this industry is the
growing popularity of e-recruitment. With the changing demand,
technologies and the penetration and increasing use of internet, the
recruitment consultancies or the intermediaries are facing tough competition.
To retain and maintain their position in the recruitment market, the
recruitment intermediaries or consultants (as they are commonly known) are
witnessing and incorporating various changes in terms of their role,
functions and the services.
According to a survey amongst top employers, most of them agree with the
growing influence of technology and the Internet on the recruitment
processes. 70 per cent of employers reported the use of application portal on
their company’s official website. Apart from that, the emerging popularity of
the job portals is also growing.
But the fact that the intermediaries or the consultants are able to provide
their expert services, economies of scale, up to 40 percent savings in the
recruitment costs, knowledge of the market, the candidates, understanding of
the requirements, and most importantly, the assess to the suitable and
talented candidates and the structured recruitment processes. The
recruitment intermediaries save the organisations from the tedious of
weeding out unsuitable resumes, co-coordinating interviews, posting
vacancies etc. give them an edge over the other sources of recruitment.
To retain their position as the service providers in the recruitment market,
the recruitment intermediaries are providing vale added services to the
organisations. They are incorporating the use of internet and job portals,
making their services more efficient.
How To Select A Recruitment Consultant
If an organisation decides to outsource its recruitment processes or activities,
it is very important to find and select a suitable recruitment consultant or
consultancies, which can deliver results according to the needs of the
organisation. Today, there are thousands of consulting firms (consultancies)
as well as freelance consultants working independently. An organisation
looks for various considerations and qualities before selecting the suitable
The reputation of the consulting firm in the job market (based on
expertise and experience).
Who are the consultant’s or firm’s past and present clients?
Consultant’s expertise and experience (from how long has he/firm
been in the business)
Does the recruitment consultant have the requisite resources to
complete the targets on time?
Get the idea of the effectiveness and the services of the recruitment
consultant from its current and past clients.
Qualities of an independent recruitment consultant
Some of the qualities or characteristics looked in recruitment consultants
Flexibility and adaptability
Ability to prioritise
Selecting the right recruitment consultant is essential for the effective
recruitment processes. A successful Recruitment consultant is someone who
is determinative, focused, and able to create opportunities for him, works
harder and smarter than competitors and continually set and achieve higher
Steps while framing Recruitment Strategies
A successful recruitment strategy should be well planned and practical to
attract more and good talent to apply in the organisation. For formulating an
effective and successful recruitment strategy, the strategy should cover the
1. Identifying and prioritizing jobs
Requirements keep arising at various levels ; it is almost a never-ending
process. It is impossible to fill all the positions immediately. Therefore, there
is a need to identify the positions requiring immediate attention and action.
To maintain the quality of the recruitment activities, it is useful to prioritize
the vacancies whether to focus on all vacancies equally or focusing on key
2. Candidates to target
The recruitment process can be effective only when the requirements of the
type of candidates that are required are understood well. This covers the
following parameters as well:
Performance level required:
Experience level required: fresher / experienced senior professionals.
Category of the candidate: same / different industry, unemployed, top
performers of the industry etc.
3. Sources of recruitment
External / Internal by weighing the pros & cons keeping in mind the kind of
position to be filled, as for eg. Technology reduces the cycle time by 14days.
4. Trained recruiters
The recruitment professionals conducting the interviews and the other
recruitment activities should be well-trained and experienced to conduct the
activities. They should also be aware of the major parameters and skills
(e.g.: behavioural, technical etc.) to focus while interviewing and selecting a
5. How to evaluate the candidates
The various parameters and the ways to judge them i.e. the entire
recruitment process should be planned in advance. Like the rounds of
technical interviews, HR interviews, written tests, psychometric tests etc.
HR Challenges In Recruitment
Recruitment is a function that requires business perspective, expertise,
ability to find and match the best potential candidate for the organisation,
diplomacy, marketing skills (as to sell the position to the candidate) and
wisdom to align the recruitment processes for the benefit of the organisation.
In the last few years, the job market has undergone some fundamental changes in terms
of technologies, sources of recruitment, competition in the market etc. In an already
saturated job market, where the practices like poaching and raiding are gaining
momentum, HR professionals are constantly facing new challenges in one of their most
important function- recruitment.
The major challenges faced by the HR in recruitment are:
Adaptability to globalization – The HR professionals are expected and
required to keep in tune with the changing times, i.e. the changes
taking place across the globe & should maintain the timeliness of the
Lack of motivation – Recruitment is considered to be a thankless job.
Even if the organisation is achieving results, HR professionals are not
thanked for recruiting the right employees and performers.
Process analysis – The immediacy and speed of the recruitment
process are the main concerns of the HR in recruitment. The process
should be flexible, adaptive and responsive to the immediate
requirements. The recruitment process should also be cost effective.
Strategic prioritization – The emerging new systems are both an
opportunity as well as a challenge for the HR professionals.
Therefore, reviewing staffing needs and prioritizing the tasks to meet
the changes in the market has become a challenge for the recruitment
Attracting highly talented ones - The number of highly talented
professionals is less. All the big MNC's are trying to attract these
people with high salaries, perks, incentives etc. There is a tough
competition among these companies to get these candidates on their
o These days, it’s not just salaries which will pull the candidate
in but various factors like brand, culture, location ,job
security, reputation of the company etc play a major role in
recruiting a talented professional.
Expatriate is a person who leaves his country to work and live in a foreign
country. Generally, expatriates are the nationals from the other countries
than the host and the MNC’s parent country, i.e. expatriates are the third
The unavailability of the required skills and talents takes the organisation to
source talent from other countries. The procedures and processes of
recruiting and selecting the human resources are never uniform even within
a single organisation. The procedures vary according to the post, the skill set
required, the nature of work etc. More of it is seen in the case of recruitment
of expatriates. The recruitment and selection procedures and considerations
are drastically different for expatriates than that of the domestic employees.
Recruitment of expatriates involves greater time, monetary resources and
other indirect costs.
A mismatch between job (its requirements) and people can reduce the
effectiveness of other human resource activities and can affect the
performance of the employees as well as the organisation. They may also
return hastily. Hence, recruiting expatriates require special considerations
and skills to select the best person for the job. The expatriate selection
criterion is generally organisation and nation specific.
The recruiters for recruiting the expatriates should be carefully selected and trained. The
recruitment strategies for expatriates should be aligned with requirements of the job. The
interviews of expatriates are designed in a manner to judge their:
Adaptability to the new culture
Intercultural interaction & Flexibility
Past international work experience
Tolerance and open-mindedness
Attitude and motivation
Empathy towards local culture
A few researches in this field also suggest that women are more likely to be successful in
certain positions as expatriates as they are more sensitive towards new culture and
people. Recruitment of expatriates should be followed by cultural and sensitivity training,
and language training.
RECRUITMENT Process IN TELECOM SECTOR
SOURCES OF RECRUITMENT
1. Transfers 1. Press Advertisements.
2. Promotions 2. Educational Institutes.
3. Upgrading 3. Placement Agencies /
4. Retired Employees Outsourcing.
5. Retrenched Employees 4. Employment Exchanges
6. Dependants and Relatives 5. Labor Contractors
of Deceased Employees 6. Unsolicited Applicants
Some Top Consultants
7. Acquisitions and Mergers 7. Employee Referrals
8. Job Portals
9. Factory Recruits
10. Walk-ins, Write-ins and
Top 5 Job Sites
9 Recruitment Trends '08 &’09
1) Bigger paychecks, say 80 % of the survey respondents. Of those expecting to increase
wages, 64 % say it will be at least 3 %, and 17 % say 5 % or more.
2) Flexible work arrangements are on the rise. 60% of employers offer flexible work
plans now — usually alternative schedules (shifted start and quit times), condensed
work weeks or telecommuting, while 39 % expect to offer some form of flex-time in
3) Online candidate screening will grow, and not only the use of qualifying pre-
application questions, but full-blown searching of social networking sites and search
4) Video & audio Resume will be preferred as is a way for job seekers to showcase
their abilities beyond the capabilities of a traditional paper resume. The video resume
allows prospective employers to see, hear and get a feel for how the applicant
5) Retiree rehiring will increase as companies remain pressured from the loss of more
experienced workers. 21 % say they are likely to rehire retirees from other companies
in 2008; another 14 % plan to provide incentives for workers at or approaching
retirement age to stay on with the company longer. The numbers here aren’t large, but
this trend won’t go away.
6) Recruiting diversity workers, especially workers bilingual, will continue to be an
important focus of recruiters. Survey respondents particularly noted “mature”
7) Freelance or contract hiring will continue to be a key part of the workforce mix,
with 31 % of employers anticipating a working relationship with freelancers or
contractors this year.
8) Perks and benefits will receive more attention from companies wanting to remain
competitive in attracting and keeping workers. In light of rising healthcare costs,
nearly 1-in-5 employers (19 %) report their companies plan to offer more
comprehensive or better health benefits to employees in 2009. 10 % plan to enhance
or add perks such as bonuses, discounts, company cars, stock options, free childcare,
educational reimbursement, transit passes and wellness programs.
9) One in four (26 %) of the surveyed companies are likely to provide more promotions
and career advancement opportunities in 2009. More than half of workers stated
that a company’s ability to offer career advancement is more important than salary, so
employers are taking action to carve out career paths for employees.
10) 27 % of workers say they are dissatisfied with pay, but 67 % of workers reported they
received a raise in 2007.
11) A quarter of the surveyed workers plan to change jobs within the next two years: 41
% are leaving their jobs to find a position with better pay and/or career advancement
opportunities; 8 % are changing careers; 7 % say they want to find a company where
they would feel appreciated; 7 % are retiring; and 5 % plan to start their own
This survey was released by CareerBuilder.com conducted by Harris Interactive, tracking
projected hiring trends for 2008. The 2008 Job Forecast survey is based on the responses
of 3,016 hiring managers and human resource professionals in private-sector companies.
Telecom tops in employment growth
According to estimates of the World Bank, employment in the telecommunications
sector has grown by 33 per cent since 1994, the highest growth among all the sectors
in the services industry. While the Word Bank numbers, released in its recent report on
`India's Services Revolution,' head-hunters and recruiters say that telecom is still the
favorite among higher level professionals.
Thanks to the aggressive rollout of a countrywide network, operators like Reliance
Infocom, Tata Teleservices and Bharti have gone on a hiring overdrive. From a career
point of view, telecom sector continues to offer growth and new learning as the sector
matures and the business opportunities expand.
The growth can also be attributed to the large number of telecom equipment
manufacturers and applications developers from Korea, China and Europe foraying into
the Indian market in their bid to take a share of the pie in the booming telecom industry.
These Telecom companies require large number of telecom engineers, telecom
software engineers and Telecom test engineers in the functional areas of Embedded
software development, Analog Digital engineering technology, Telecom networking,
Protocol, Chip Design Engineering, VLSI Software Testing. In the Mumbai Telecom
companies there are Software Engineer jobs, Telecom software Engineers jobs, Quality /
Test Engineer jobs, Product Manager job openings, Network Security Systems Specialist
vacancies, NMS Engineer jobs, Network Management specialists, Managers, UNIX
Network Systems Operations Engineers, NMS Administrator jobs, Cisco Specialist
Software Engineer etc.
Taking a cue from the demand for telecom professionals, top educational institutions
have begun specialized courses in telecommunication management. Symbiosis in Pune
and Amity in Delhi are examples of such institutions. Even state-owned Mahanagar
Telephone Nigam Ltd (MTNL) has set up a training facility for telecom engineers in
HR (employment) in telecom industry:
With more and more players entering the industry, the competition in the industry in
terms of attracting and retaining the best talent is also increasing. The employment
scenario in the telecom sector is very promising. The sector is creating employment
opportunities and adding around 1 lakh people in its workforce. The telecom sector has a
huge demand for the trained and qualified engineers and other professionals specializing
According to various studies in recent times, the telecom sector offers the best salary
packages at the entry level i.e. an average of 20k. The average hike in salaries across the
various levels in the telecom sector ranges from 15 to 20 percent. Incentives also form a
part of the compensation till the middle levels.
Attrition and retention:
Although the sector faces the moderate attrition rates of 20 to 25 percent, the HR’s prime
strategic function in the sector is retaining the talent and employee engagement. The only
functional area which faces the high attrition rate is the sales people in the telecom
TOP 10 Recruiters in Telecom Sector
Recruiters Total No. Of Vacancies
1 Vodafone Essar 45
2 Reliance communications 44
3 Bharti Airtel 43
4 Tata teleservices 23
5 Cable & Wireless 19
6 IMI mobile 14
7 VSNL Internet Services Ltd 12
8 Motorola Worldwide 10
9 GTL Limited 4
10 Nokia 3
The ranking is based on the number of vacancies notified by the company on different job portals (Till 29th
Here rankings of the ten companies in the Indian Telecom sector are given on the basis of
their workforce relationship factors. Ten companies were selected on random basis from
the sector. The companies were given a consolidated rank on a scale of 1-10 on the basis
of sum of their individual ranks on various HR practices, procedures, policies and
parameters like recruitment practices, compensation policies, work culture, recognition
for good work, retention, training and development, performance appraisals et al. The
scores are consolidated on the basis of data collected through recent surveys and studies
by renowned names like Business Today, Hewitt, IDC Data Quest, NASSCOM and
Our Vision & promise
By 2010 Airtel will be the most admired brand in India:
Loved by more customers
Targeted by top talent
Benchmarked by more businesses
“We at Airtel always think in fresh and innovative ways about the needs of our
customers and how we want them to feel. We deliver what we promise and go out of our
way to delight the customer with a little bit more”
Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti
Group, has a diverse business portfolio and has created global brands in the
Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the first
private telecom services provider with a footprint in all the 23 telecom circles. Bharti
Airtel since its inception has been at the forefront of technology and has steered the
course of the telecom sector in the country with its world class products and services.
The businesses at Bharti Airtel have been structured into three individual strategic
business units (SBU’s) - Mobile Services, Airtel Telemedia Services & Enterprise
Services. The mobile business provides mobile & fixed wireless services using GSM
technology across 23 telecom circles while the Airtel Telemedia Services business offers
broadband & telephone services in 94 cities. The Enterprise services provide end-to-end
telecom solutions to corporate customers and national & international long distance
services to carriers. All these services are provided under the Airtel brand.
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven “to
seize the day” with an ambition to become the most globally admired telecom service.
Airtel, after just ten years, has risen to the pinnacle of achievement.
As India's leading telecommunications company Airtel brand has played the role as a
major catalyst in India's reforms, contributing to its economic resurgence.
Today we touch people’s lives with our Mobile services, Telemedia services, to
connecting India's leading 1000+ corporates. We also connect Indians living in USA with
our callhome service.
In the mobile business, Bharti Airtel plans to make considerable investments in Network
expansion to establish presence in all census towns and over 500,000 villages across
India by 2010, thereby covering 95% of the country’s total population. The company’s
strategic focus will be on further strengthening the Airtel brand through best-in-class
customer service, which is backed by wide national distribution.
The Airtel subscriber base according to COAI - Cellular Operator Association of India
as of May 2008 was:
The total is 67,425,935 or 32.81% of the total 205,460,762 GSM mobile connections in
India till May 2008.
Airtel was the first private player in telecom sector to connect all states of India.
Airtel is the first mobile service provider to introduce the lifetime prepaid
services and electronic recharge systems.
the network has spread over 93 per cent along the National Highways and 88 per
cent of key rail routes across the State .
Having achieved huge success in mobile services- postpaid and prepaid- Airtel
has now entered fixed-line telephony providing broadband services in 92 cities
The company has an optical fiber network of 35,016 km and a customer base of
35,440,406 GSM mobile and 1,819,083 broadband subscribers.
Airtel is listed on The Stock Exchange, Mumbai (BSE) and The National Stock
Exchange of India Limited (NSE).
Rapidly expands network, to roll out across all census towns and over 5,00,000
villages – covering over 95% of the population.
Bharti Airtel crosses the 50 million customer mark – OCT 1,2007 ( 65million is the
latest figure & adding nearly 2 million subscribers every month)
Becomes the fastest private telecom company in the world to achieve this
Enters into the league of the world’s top telecom companies, moves towards
top 5 global mobile companies
Adding 25000 towers every month expanding their network all over India.
Wide range of Value Added Services – like ringtones, caller tunes, news etc
One of the 1st company to introduce mobile banking, mobile bill payments etc
It has 25000 employees & with increase in network, it has wide prospects.
Provide attractive salary to employees, performance turnover, ESOPS( Employee
Stock Options Programme)
Provides an opportunity for career growth – from Management trainee to CEO.
Gives an opportunity to employee to grow vertically as well as horizontally.
Gives an opportunity to move any part of the country considering they have
Aggressive efforts are on to provide a superior network service that is
congestion-free and to help customers get connected the first time.
Also, the SMS capacity is sought to be raised from the current 5,500 messages
per second to 6,500 messages per second by March 2009.
After establishing itself in the domestic market, Airtel is now spreading its wings
in US by providing its mobile service under the name 'CALLHOME' to the NRIs.
Airtel’s advertising campaigns are always admired. Their idea of creating a signature
ringtone with A R Rehman was brilliant; and they still continue to use that tone. In a
masterstroke they elevated the brand without having to talk of talk time , rates etc.
Then came the almost magical ‘Express Yourself ‘ campaign stunningly executed
with excellent imagery and creativity. It showcased the ubiquitous utility of the mobile
phone through the situations ( a fighting couple, a bride entering church, an irate mob)
but converted a rational purchase decision to an extension of one’s voice. And from that
Bharti’s market share has kept increasing to being the biggest mobile service provider.
They chose the country’s most popular people i.e. SRK, Kareena and Sachin for
their campaign & made connection with people. Its advertisements always touch the
chord of the people.
Airtel to focus on rural expansion
Bharti Airtel, which had 48 million mobile users in September 2007, had 9.80 million
subscribers coming from rural areas.
Airtel, the leading mobile service provider, has planned to increase the pace of its
network expansion in rural areas during 2008-09.
People in the rural markets are ready to go mobile and the growth depends on the strength
and the quality of the network. Distribution has been growing at a rapid pace and Airtel
will be in easy reach for all customers in the State. “We want to increase the brand
presence and become far more local,” CEO says.
Organizational Structure of AIRTEL
98% of organizational success depends upon efficient employee
The Talent Acquisition / Recruitment Process
The recruitment process is the basic procedure, however there are few changes in
different departments, for e.g. IT dept & Customer Care dept cannot have same type of
recruitment process as the abilities & skills required are different in different department.
However the basic process is as following :
1. Prepare the organizational chart with the support of respective departments based
on industry norms & projection of growth.
2. Co-ordinate with all departments for their manpower requirements.
3. Create the job profile and person specification as per department requisition.
4. Create the company profile for advertising the company to attract prospective
candidates & also for the consultants etc.
5. Follow internal or external methods of Recruitment
Commonly used External Methods
i. Co-ordinate with recruitment agencies & HR consultants e.g.. HEED
Consultancy, ABC Consultancy etc
ii. Advertisements in print e.g.. Times Ascent, Hindustan Times etc
iii. Web - in own website or portals like naukri.com, monster.com etc.
iv. Campus Recruitments
Commonly used Internal Methods (IJR – Internal Job Requirement)
i. Employees Referral
ii. Transfer & Promotions
6. Application Scrutiny & Preliminary Screening .
7. Shortlist for preliminary interview – telephonic, video conferencing, personal
8. Organizing further rounds of interview with department heads etc depending upon
9. Briefing company profile to potential candidates, convincing them about the
organisational strength & about their career path & Compensation.
10. Providing offer letter to selected candidates & help them in joining formalities
within the organization.
11. Induction, followed by training as required.
12. Taking monthly/quarterly feedback from the department about the candidates who
13. Organizing market survey of salaries, job opportunities etc.
Recruitment through AIRTEL Website
Recruitment through Job Portals
Outlines for prospective candidates
To apply for a position, it’s important that you have a clear idea of your career
progression, including how you wish to utilize your skills and experience in your next
There are two (2) ways to make yourself known to us! The first is a general submission
of your CV into one of our Divisions. In this case, you become part of a “pool of
candidates” categorized into a professional skill area. When the Talent Acquisition Team
begins a talent search against a vacant role, CVs in this pool are considered against the
selection criteria. If your details are matched you will be linked to the vacant role and
reviewed for suitability well before the role is advertised! The second way is to apply
directly to an advertised opportunity and include a covering letter which demonstrated
how and why you are suitable.
Useful tips for applying for positions
You are more likely to be successful in the recruitment process if you tell us how
you fit the position you are applying for, i.e. in your covering letter
We recommend you only apply for targeted positions for which you have suitable
skills and experience - applying for multiple positions can damage your credibility
Step One - Tailor your CV
Your CV is very important – Think of it like a Passport which should be up-to-date and
current at all times to facilitate “travel” to your next career opportunity!
A CV should also “sell” and “market” you in an interesting and honest manner. A
functional CV should highlight the skills and experience you have gained throughout
your career to date. It may be helpful to consider the following tips to enhance your
a. Compile your CV in reverse order (showing your most recent experience first)
b. Show the month and year you commenced each position
c. If there are any gaps in your employment explain these
d. As well as responsibilities, list your achievements in a position
e. Keep it concise
f. Check and double check your spelling and grammar
g. Highlight in a covering letter why you believe your skills meet the requirements of
Step Two – Applying Online
To apply for a position you will need to follow the steps in the online application process.
As part of this process, you'll be required to create a personalized profile. Click the
'Apply Online' link at the bottom of the advertised position to create or update your
profile. When you have successfully submitted an application, you will receive a system
generated confirmation email, letting you know we have received your application.
As we often receive a large number of applications for any given position, you may not
hear from us again until two or three weeks after we receive your details, however we are
conscious of progressing as quickly as possible and often can advise of your suitability or
next steps before this.
If your application will not progress to the next stage, you will be advised in writing via
If, after applying for a position, you have not heard from us within three weeks please
contact us and ask for the Recruitment Team. Alternatively you may email us
Step Three – Interviewing
When we progress your application, you will be contacted by phone and informed of the
next steps, which may include an initial telephone interview or face-to-face interview.
Step Four – Assessments and Reference Checks
When you progress to the next stages, for some roles you may be required to participate
in psychometric assessments and for all roles there will be reference checks, so please be
prepared to provide at least two professional referees for us to contact.
These referees must ideally be people you have reported to in prior positions - or at least
people who have working knowledge of your abilities and experience.
Step Five - Being Made an Offer
If you are successful in becoming the preferred candidate, you will be advised of the offer
by telephone and promptly provided with a written employment agreement. The offer of
employment is valid for a finite period of time and requires your acceptance by signature
and its return to our HR Department.
Findings & Recommendations
1. Creative Recruitment Strategies : For Sales and business
development are needed as retaining talent is most difficult in these
2. Culture & Rewards : More than 60% of the respondent view
organizational culture as a main driving force for the new talent and for
the existing talent. Rewarding plays a important role (48%)
3. Compensation Structure : Base pay (60%) and Job security
(44%) are in top priority for the employees in coming years. Hence, its
features could be different & accordingly highlighted while interviewing.
4. Training : Organizations are using certification for improving the
training programs. Junior executives, being just the beginners, prefer
Co’s known for their quality Training Programs as against Seniors who
would look for leadership roles instead. (In more than 90% of the
organizations budget for recruiting developing and retaining employees
is going to increase over the next 3 years.)
5. Career Growth Path : Apart from financial benefits, employee
emphasis more on career growth, work culture and international
opportunities. Hence, showing an employee his future growth plan
shall attract & also enable a prospective employee to take a sound
(The above recommendations come from the secondary data
where the survey size of HR Professionals involved in Talent
Management surveyed was 25 & that of employees was 30 at
6. Recruitment Strategies during the Downturn :
(From the news paper articles i.e. here: Ascent from Times of India dated
March 18, 2009, Mumbai)
Jack of All Trades / Multi Competency : It helps to employ
multi skilled people who can handle more tasks as
Organizations aim for maximizing productivity with the help of
minimal resources. It benefits both i.e.
o The Employer: Reduced costs as the no. of recruits are
reduced, output increases with fewer employees.
o The Employee: His wide knowledge base & skills enable
him to work on variety of projects efficiently & hence, high
probability of job being secured & not getting redundant
during the downturn where there are job cuts.
Growth in Organization horizontal as well as
Example 1: As quoted by, Thaigarajan, MD, Paramount Airways,
Multi-tasking is adopted in Security, Ground handling & In-flight
services. “Security personnel also handle assignments in ticketing
check-in counters & boarding gates besides their core function.
Ground handling personnel also look after passenger convenience.
Our cabin crews are trained to handle catering assignments as well.
This allows our employees to grow within the organization &
employees who have started as cabin crews have moved to
managerial positions in the in-flight services.”
Re-recruitment : Choosing to train the employees in varied
areas so that they can handle efficiently instead of going
through the entire process of hiring, thus saving costs in the
times of economic downturn. Following steps need to be
followed: (As quoted by Malathi Rai, Head HR, Lionbridge India
to encourage multitasking at workplace)
o Identify additional responsibilities that employees can
o Ensure these are broadly aligned to their area of work &
do not give something that they cannot find value in or
o Train them to bridge the gaps in knowledge & skills
o Motivate them to stretch their boundaries of their
A few Industry Excerpts on what they are doing different in this
downturn where getting quality talent is the most difficult tasks
for any Organization.
Paramath Nath, Vivek Kapoor,
centre HR Head, Hewlett Packard: Director – Sales & Marketing,EmmayHR :
Recession has led organizations to focus on Hiring is now need based strictly i.e. Co’s are
employee referrals & campus recruitment, hiring only for critical positions which will help
without compromising on the quality of the them tide over this downturn.
Indrajeet Sengupta, Saket Agarwal,
Director-HR, MARS India: CEO, Cellebrum Technologies Ltd :
Besides the functional competencies, we Hiring process has slowed down. This indeed has
look for individuals who bring in the presented our existing people with greater
entrepreneurial flair to the business. The opportunities & a chance to excel in those areas
slowdown has given us an opportunity to where they may have otherwise not ventured
raise the bar for talent as we continue to hunt into.
for the best.
VP-Talent Acquisition, MindTree Ltd:
Organizations no longer look at campus
recruitment as a cost effective way because
it is no more about the cost but the Business
Viability. Today firms are looking at people
who are flexible to learn new skills & adopt
Active & Entrepreneurial (April 1,2009) : As the organizations
become competitive during downturn, they seek employees
who can give ideas to the organization to give another
dimension to the business. The employees need to be intuitive
& take risk when the situation calls for it. Out of the box thinking
takes an organization to new levels of growth, achievement &
prestige. However, it does have a risk of an employee leaving
the organization to undertake his own venture.
o The book, Road to Organic Growth, points out that –
employees who promote organic growth usually belong to
the middle management level. These growth managers
have usually had a varied experience early in their career,
which allows them to innovate & have entrepreneurial
bent of mind. They look out for challenging & leadership
roles, where they can build effective teams who are
passionate, responsible & accountable to take up new
Work life balance seeking employees have grown. Hence,
helping them achieve this would attract the talent.
Recruiting Trend -
Revolution in the concept of Recruitment Advertising
The REMMY AWARDS (The Recruitment Marketing Awards)
(From the news paper articles i.e. here: Ascent from Times of India dated
April 1, 2009, Mumbai)
The award recognizes & rewards the advertisements that set a
benchmark for innovative, ingenious & high quality recruitment
A good advertisement has to satisfy the following parameters:
1. It should clearly position the Co. as an ‘Employer of Choice’ ;
2. It should specifically convey the employer brand attributes to
its prospective employees;
3. clearly describe the career opportunities that’s in store;
4. should answer the most important question, ‘what purpose of
the candidate does joining a particular organization serve?’.
In today’s tough times, where Co’s are competing with each other , in
an endeavor to attract & retain the best, recruitment ads have
become a critical tool for employers & even for employees for whom
the need to work for a compelling brand far surpasses factors like pay
& job title.
Ajay Kakar, CMO – Financial Services, Aditya Birla Group, was the
chief guest at the event held at Hyatt Regency, Mumbai.
Best Ads in Various sectors went to :
BPO IT & Manufacturing Services
Telecom Engeering &
Hutchison Google Oak Bridge
Company 3 Global India International Domus
Swamy Mindset Mindset
Agency Nanda & Bates 141
BBDO Pvt JWT JWT
Excerpts from few of the Industry speakers, who voice their
views on recruitment ads :
KV Shridhar, National creative director, Leo Brunett :
‘Recruitment ads in India are still underutilized, specially in terms of
employer branding. While creating an ad, organizations need to build
values & emotions & create a desire for a passive employee to join that
organization. Hence, its important to break from the clutter. If the ad
doesn’t stand out, its waste of money for the organization. Make people
look at you, make them like you with the ad & then build a bond with them.’
K S Chakravarthy, National creative director, Draft FCB Ulka :
‘….It should have the ability to jump out of the page, build philosophy &
ethos of the organization.’
Henriques, Global head HR, Crompton Greaves:
‘….The 3 things that are important for a good recruitment ad are its
authenticity, the brand promise that it it will deliver against the claims it
has made & effectively depict its brand attributes & image aptly.’
As organizations continue to pursue high performance and improved
results ,the mandate is clear: For organizations to succeed in today’s
rapidly changing and increasingly competitive marketplace, intense
focus must be applied to aligning human capital with corporate
strategy and objectives. It starts with recruiting talented people and
continues by sustaining the knowledge and competencies across the
entire workforce. With rapidly changing skill sets and job
requirements, this becomes an increasingly difficult challenge for
organizations. Meeting this organizational supply and demand
requires the right “Talent DNA” and supporting technology solutions.
By implementing an effective talent management strategy, including
integrated data, processes, and analytics, organizations can help
ensure that the right people are in the right place at the right time, as
well as organizational readiness for the future.
( Annexure - I )
(This was prepared to get inputs from industry. However, for reasons couldn’t be
Page 1 : Part I - Something about you & your organization
Pages 2 to 6 : Part II - Kindly fill the following 12 questions & you may also
add in your valuable feedback & views on that particular question )
Page 7 : Contains my project outline just for your reference on the basis of
which the questionnaire was prepared.
( Part I )
1. Name : _________________________________
2. Job description : _____________________________________
3. Years of experience in your Organization : ___________________
4. Your role, responsibilities & authorities :
5. Type of Organization Structure followed at your Organization :
( Part II )
1. What are the sourcing trends in your sector for various levels i.e. Junior
level, middle level & senior level ? (Before recession & during recession)
Ans : Junior Level Trends :
Middle Level Trends :
Senior Level Trends :
2. What kinds of tests are taken at your organization at various levels ?
(Psychometric tests, assessment centers, simulation & so on)
Ans : Junior Level Tests :
Middle Level Tests :
Senior Level Tests :
3. What would be the cost of hiring at your organization ?
Ans : At Junior Level :
At Middle Level :
At Senior Level :
4. What is the Turn up ratio at your organization ? (i.e. No. of applicants
turning into interviews, interviews into offers & offers into hires)
5. a) What is the usual time taken to fill up the position ?
b) Time taken during the current downturn times ?
6. How does the organization structure affect the recruitment strategies in your
7. How much does a Resigning Employee cost to the Co. ? (e.g : twice the
employees salary )
Ans : Junior Level Trends :
Middle Level Trends :
Senior Level Trends :
8. What is the Roi (Return on investment ratio) with reference to recruitment ?
Ans : At Junior Level :
At Middle Level :
At Senior Level :
9. What steps are taken at the time of Recruiting inorder to have the least
10. Are there any steps for measuring recruiting effectiveness ?
11. What are the effects of the economic downturn on at your organization on :
Recruitment strategies :
Sourcing Pattern :
i. At junior level :
ii. At middle level :
iii. At senior level :
Costs of Recruitment :
Roi (Return on investment ) :
i. At junior level :
ii. At middle level :
iii. At senior level :
12. Any further information you would like to provide specific to your industry
or your organization ,which you think is important & I may have missed out
in the questionnaire :
( Annexure II )
Types of Interview Questions :
Many employers will use a mix of traditional and behaviourally-based
questions in job interviews.
Study the following questions and think about the answers you would give
Question 1 (Academic)
What courses have you taken which have prepared you for this position?
Tell us briefly about the course you have just completed.
How did you balance your studies and extra-curricular activities?
How do you feel about the results of your studies?
Describe the biggest problem you have had with your studies. How did you
If you could choose again, would you select UTS in preference to some other
How did you decide on your major?
Question 2 (Why you?)
Why did you apply for this position?
What do you know about the company and what it does?
Why have you chosen this particular profession?
What are the most important considerations for you in choosing a job?
What did you do to prepare for this interview?
Why would you like to work for this company?
What do you feel you can offer this company?
Question 3. (Personal skills & abilities)
Tell us something about yourself.
What are the special features you have that make you the outstanding
candidate for the job?
Are there any aspects of the job where you feel a little apprehensive?
What special qualifications do you have that make you think you will
be successful in the job?
What do you hope will be your main contributions to this position?
Do you think your University studies have equipped you well for this
How do you see the job? How do you envisage filling the role?
Describe your strengths and weaknesses.
Why should we offer this position to you?
Question 4. (Social activities)
How did you cope with the transition from high school to university?
What are your leisure activities?
Do you prefer a large or small circle of friends?
Have you ever found yourself on the committee of a particular club,
association or activity?
Question 5. (Ambition)
How are you going to achieve your career goals?
What would you like to be earning in two years?
What do you see yourself doing in five years?
Do you have any long range ambitions?
How do you see employment with this company helping you achieve
your long term aspirations?
Question 6 (Specific Abilities - leadership, decision-making etc)
What was your most significant accomplishment at University?
What is your procedure for keeping track of matters that require your
What were your objectives for the last year? Were they achieved?
Give me an example of one good decision you have made in the last
How do you pick yourself up after a disappointment?
Describe a world leader you admire and why.
Question 7 (Salary expectations)
How much do you expect to be paid?
Are you applying for a position with any other companies?
Should you be offered the position, when would you be able to
Why do you want to leave your present employer?
Do you have any questions for us?
Interviewers use these sorts of questions to probe applicants' past
behaviour to determine whether they meet the pre-selection
performance criteria for a particular job.
Some sample behavioural questions:
What was the biggest challenge you ever faced? How did you handle
it? What was the outcome?
Describe an incident in which you disagreed with a
supervisor/manager/lecturer. How did you resolve the situation?
Give an example of how you have demonstrated
leadership/teamwork/problem-solving skills/conflict resolution? What
were the results?
Tell me about a time when you have had to deal with members of the
public. Who was involved? What did you do? How did they respond?
Tell me about a big project you had to plan at school or work. What
steps were involved? What was the outcome?
An insider’s guide to sourcing top talent
(By Jeff Grout & Sarah Perrin)
Human Resource Management (10th edition)
(By Gary Dessler)
Times of India - Ascent